Essays on Barriers to Effective Group Processes Coursework

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The paper "Barriers to Effective Group Processes " is a good example of business coursework.   Group dynamics can be defined as the study of groups. A group comprises of two or more people associated with each other through social relationships. Since they influence and interact with each other; several dynamic processes are developed by groups in the organization. This differentiates them from the mere collection of individuals in any given setting (McShane, Olekalns and Travaglione, 2010). The processes that characterise groups and that help to differentiate groups from the collection of individuals include relations, roles, need to belong, norms, norms, social influence and behavioural influence or effects (McShane, Olekalns and Travaglione, 2010).

Group process is, therefore, the understanding of the individual’ s behaviour in groups. Groups are formed by people for diverse reasons and thus group process is a phenomenon that occurs in different types of groups such as study groups, prayer and encounter groups. Among the dimensions of group, process includes relationship/roles, patterns of influence, patterns of coordination and communication, level of effectiveness in the group, handling of conflict in the group, dominance patterns such as who defers and who leads and finally the emotional aspect of the group (Davidson et al, 2006).

It is imperative to note that groups undergo through a series of stages in their development before they become useful to perform the purpose or objectives for which they were formed. The four states of group development include forming stage, storming stage, norming stage, performing stage, celebration and closing stage. The purpose of this paper is to explore the barriers to effective group functioning in modern organisations as well as the characteristics of highly effective groups.

The essay will also provide steps that can be taken to enhance group effectiveness. Barriers to effective group functioning Modern organisations are characterised by different types of groups that are formed to perform certain objectives and purposes for the benefit of the organization. Such groups include task groups bestowed with the responsibility of providing solutions to particular problems that arise in the organisation (Hunt, 2006). The project group is bestowed with the responsibility of undertaking and execution of projects in the organisation within the stipulated deadlines and within the allocated budget.

In spite of the many groups that exist in the organisation, several barriers may hinder the proper functioning of the groups and this may impact negatively on the effectiveness of the group function in the organisation (Hunt, 2010). The subsequent section will identify explore some of the barriers to effective group functioning. Communication barriers Communication is one of the factors that lead to the success of any group in the organisation. The reason for this is that every group actively involved in the group process must be communicated to the group members.

In this respect, communication is an important ingredient for the success and effectiveness of the groups in any given setting. Contemporary organisations draw their members and employees from diverse backgrounds due to the increasing global influence of the business environment (Taylor & Hansen, 2005). One of the common communication barrier experienced in modern organisations results from the language difference between the members of the group. For example, a task group may be formed of members from American, Japanese and Chinese languages which make it difficult for the group members to communicate effectively with one another (Katz, 1974 & McShane, Olekalns and Travaglione, 2010).

As a result, the functions of the group are affected through misinterpretation of information and unnecessary delays caused by a lack of understanding between the group members.

References

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Hunt, J. (2010), Leadership Style Orientations of Senior Executives in Australia‟, Journal of the American Academy of Business, Cambridge, Vol. 16, No. 1: 207-217.

Katz, R. (1974), "The Skills of and Effective Administrator" Harvard Business Review, Vol. 52, Iss. 5 (Sept-Oct): 90-102.

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Rickards, T., & Moger, S., (2000), ‘Creative leadership processes in project team development: An alternative to Tuckman’s stage model’, British Journal of Management, Part 4, pp273-283.

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